Showing posts with label Brand Positioning. Show all posts
Showing posts with label Brand Positioning. Show all posts

23.10.20

Never Standing Still | Hong Kong Ballet




Agency: Design Army

Client: Hong Kong Ballet

Country: Hong Kong

In 2018 a new artistic director took the helm at Hong Kong Ballet, facing dwindling membership, a city in turmoil, and perceptions that ballet was for the elite. After successfully rebranding in 2018, the goal for the Ballet’s 40th anniversary was to establish it as a national institution and reach new audiences.

The strategy was to blend traditional and pop culture to celebrate the Ballet’s heritage and innovative spirit. Design Army’s work helped increase subscriptions by 33%, and elevated Hong Kong Ballet’s position as a cultural institution nationally and one of the most vital ballets in the world.


17.10.20

The Small Escape| BMW

 


Agency: Jung von Matt

Client: BMW

Country: Germany

Jung Von Matt condensed a large story and heavy subject matter down into a highly watchable format for BMW’s The Small Escape - which tells the story of a driver trying to smuggle someone over the Bornholmer Strasse border crossing in a BMW Isetta. 
It became apparent early on that cutting the film in a linear way would be boring to watch, so Jung Von Matt opted instead for a non-linear spot, in the style of a heist movie.


1964. Berlin is a divided city. Flight from the German Democratic Republic is punished with an order to fire. Still, many people desperately try to cross the border. For all backgrounds to the true history of the spectacular escape, read the article here: https://b.mw/isetta_escape_story People forge identity papers, dig tunnels, climb into hot-air balloons and hide in cars going to the West - towards freedom. But as large vehicles are getting controlled more frequently and thoroughly, a West Berliner has a seemingly impossible but ingenious idea: the smallest and most inconspicuous car available at the time, the BMW Isetta, should help him smuggle a man across the border into the West.

3.7.20

Little Veggie Shop| Pret A Manger

This innovative Pret campaign that launched in April 2016 is notable not only for its originality, but for its refreshingly creative and low-budget approach to marketing.

Using the power of consumer insights to fuel their thinking, the inventive in-house creative team conducted research that revealed a shift in consumer attitudes towards healthier foods, having seen a double digit sales increase for healthy vegetarian options in 2015.
Basing its marketing around this insight, the team launched its first standalone vegetarian pop-up shop to give their clientele exactly what they were looking for.
Relying almost exclusively on in-store advertising and social media to expand their reach, the campaign proved the power that lies in listening and responding to your audience.
Pret’s sales of vegetarian food achieved a 13.9 per cent increase in sales to reach £676.2m last year, with the campaign leading to the rollout of more permanent sites. Group Marketing Director, Mark Palmer says:.
“If customers are good enough to give you their time, you need to listen.”
“Marketers find it hard to listen, they usually have their minds already made up. That is a mistake because if customers want to be part of your brand, you need to take them seriously.”
Pret A Manger's vegetarian products boost sales

  • 19 April 2016




exterior of Pret A Manger shopImage copyrightGETTY IMAGES

Coffee and food chain Pret A Manger says demand for its vegetarian products helped to lift sales last year.
Total group sales rose 13.9% to £676m in 2015, with like-for-like sales - which strip out the impact of new stores - up 7.5%.
Underlying earnings at the chain rose 14.4% to £84.2m.
Pret said it was continuing to adapt its menu to meet the demand for healthy options and it is planning to open a vegetarian "pop up" shop this summer.
In the UK, sales of vegetarian products showed double digit growth last year. Avocado was the ingredient that saw the biggest rise in demand.
Clive Schlee, chief executive of Pret A Manger, told the BBC: "Demand for vegetarian foods is growing faster than for meat, but meat remains an important part of the diet.
"We are encouraging vegetarianism because we want to give meat eaters more options. I think vegetarian foods could look better and be better."

A cut avocado
Image captionPret's customers ate five million avocados in 2015

The chain said coffee remained an important area of growth, with customers buying 1.5 million cups a week from its global network of shops.
It said it had seen an increase in demand for breakfast-on-the-go, with 58% of sales occurring outside lunchtime.

International appeal

The US was Pret's fastest growing market last year, achieving a 13.8% increase in like-for-like sales.
Pret opened 36 new shops last year - 23 were in the UK, six in the US, four in France and three in Hong Kong.
These included locations at major transport hubs such as Penn Station in New York, Nice Airport and Gare de Lyon station in Paris.
The company said it created 763 jobs worldwide, with 500 of them in the UK.
Clive Schlee said the chancellor's National Living Wage had meant a 5% increase in the company's wage bill, but he said they were committed to paying above their competitor's rates to keep their staff fully engaged in the business.

26.5.20

Nike|Never Too Far Down



Nike's back with another uplifting ad designed to give us the courage to get through the pandemic. This 90-second narration from LeBron James reminds us how sports are the ultimate beacon for hope. No matter how far you might be down, like say three games to one or behind 28-3 in the Super Bowl, there's always hope.


The 90-second spot, “Never Too Far Down,” was created by Wieden + Kennedy Portland. Humanity’s comeback story, featuring world-class athletes, is what one would expect from a Nike ad. Narrated by LeBron James, the film features elite Nike athletes, including Serena Willams, Naomi Osaka, Tiger Woods, Cristiano Ronaldo, Rafael Nadal, Megan Rapinoe and others.
The three-act structure in the minute and a half spot vacillates from struggle and pain, to finding a way through, to, ultimately, triumph. It’s a hopeful, inspiring message that we’re all hoping to experience before too long.

In classic Nike and W+K fashion, the simplicity of impactful imagery, sound (in this case, Trent Reznor and Atticus Ross’ excellent version of David Bowie’s Life on Mars?) and words make a significant impact. The latter is particularly impressive, with obvious metaphors to the current crisis.






CREDITS:
Client: Nike
Campaign: Never Too Far Down
W+K Portland
Executive Creative Directors: Eric Baldwin, Jason Bagley
Creative Directors: Alberto Ponte, Ryan O’Rourke
Art Director: Lee Jenninigs
Copywriter: Kevin Steele
Head of Production: Matt Hunnicutt
Executive Producers: Jake Grand, Krystle Mortimore
Producer: Emily Knight
Associate Producer: Shani Storey
Group Brand Director: Andre Gustavo
Brand Director: Kate Rutkowski
Brand Manager: Steve Smith
Group Strategy Director: Paula Bloodworth
Global Group Media Director: Daniel Sheniak
US Group Media Director: Reme DeBisschop
Associate Media Director: Emily Dalton
Media Supervisor: Graham Wallace
Sr. Business Affairs Managers: Laura Caldwell, Adam Caviezel
Integrated Traffic Managers: Sabrina Reddy, Billy Mucha
Sr. Creative Operations Manager: David Ramirez
Studio Manager: Michael Frediani
Retoucher: Amy Ellars
Designers: Nick Humbel, Mitch Wilson
Production Company
Production Company: Park Pictures
Director: Lance Acord
Executive Producer: Jackie Kelman Bisbee
EP / Producer: Caroline Kousidonis
Production Manager: Joe Faulstich
Editorial
Company: Spot Welders
Editor: Robert Duffy
Assistant Editor: JC Nunez
Assistant Editor: Fatos Marishta
Managing Partner: David Glean
Executive Producer: Carolina Padilla
VFX
VFX Company: Shipping + Handling
Creative Director, Lead VFX: Casey Price
Creative Director, VFX: Jerry Spivack
VFX: James Buongiorno, Johannes Gamble, Evelyn Lee, Rachel Moorer
Managing Partner: David Glean
VFX Executive Producer: Scott Friske, Dustin LaForce
Color
Color Company: A52
Colorist: Daniel De Vue
Color Executive Producer: Thatcher Peterson
Color Producer: Jenny Bright
Mix
Mix Company: Joint Editorial
Audio Mixer: Natalie Huizenga
Executive Producer: Leslie Carthy
Music Supervision
Company: Walker
Senior Executive Producer: Sara Matarazzo
Executive Producer: Stephanie Pigott
Producer: Danielle Soury
Music
Trent Reznor and Atticus Ross “Life on Mars?” by David Bowie

5.12.19

5G Today







Client: ZainKSA
Agency Network: Leo Burnett MEA (Middle East & Africa)
Published/Aired: U/K
Posted: Dec 3, 2019

8.10.16

Customer Experience, listen, indulge and embrace

Or as we call it in branding “ Brand offering “ … the unique selling proposition 

Brand Promise

Because we know how important it is to get your food on time…
If we are more than 30 minutes late on your confirmed order  time , your order is FREE….
"we delay, we pay”. 

Why:

It's the tangible benefit that makes a product or service desirable. And assures  brand stand out position in online food delivery spectrum in KSA

Who:

A practice embedded in each policy and procedure of brand daily operations.

Where

Manifested in operations , monitored and controlled by customer service  after the set procedure is confident in its abilities and has developed a controllable and consistent customer experience

When

  • First 30 days,  internal and external communications + penalties funded by marketing budget
  • Next 30 days customer care will fund
  • Final 30 days and forward each team member fail the promises will pay for the order value.

Worldwide practice

  • FedEx —when it absolutely, positively has to get there overnight.
  • Careem — if we are late on your airport trip, its free
  • Apple — Own the coolest, easiest-to-use cutting-edge phones, computers and other consumer electronics
  • McKinsey & Company — Hire the best minds in management consulting
  • Lynda.com — High-quality training that’s affordable and convenient
  • IDEO — Industrial design for companies that want to innovate

Industry: Food & Beverage, QSR, Online food order application
Brand: Local, 9 months since launch.
County: Saudi Arabia
Date: September 2016 

12.9.16

Tiffany | Tiffany Blue by

Sugar Pop Wishes shows you can position your brand around nearly anything to increase brand awareness -- in their case it's around their signature blue. Instagram users posts tens of thousands of photos with the hashtag #tiffanyblue and many of the blue items have nothing to do with Tiffany. 

9.9.16

Unilever | Bright Future


This week saw the roll-out of Unilever's latest film in its wider 'Bright Future' sustainability campaign, which highlights the 'social good' that its brands – including Dove, Persil and Domestos - are doing to help build a better future. 
The TV, online and in-store campaign, by Ogilvy, is running in the UK, Brazil, South Africa and Indonesia, putting the spotlight on sustainability initiatives carried out by its individual brands, rather than just the corporate entity.  

“People increasingly care about how the decisions they make affect the world we live in," said Keith Wedd, Chief Marketing and Communications Officer, Unilever. "Our Bright Future campaign shows people that when they buy our products they’re not just purchasing a bar of soap, they’re enabling children to live past the age of five by helping to teach handwashing; and they’re helping children access education." 
“Brands with a purpose are at the heart of Unilever and we believe that the small choices we all make every day can make a big difference to the world we live in,” he added. 
The campaign centres on a video called 'So Long Old World', featuring a young girl talking about changes happening in the world, alongside which text pops up to show exactly how Unilever's brands have contributed to that.  

9.8.11

Levi’s Go Forth Campaign “Now is Our Time”

The Levi’s brand introduced the first global campaign in the brand’s 138 years of history, “Go Forth - Now is Our Time” is now launching in 24 countries around the world.
goforth.jpg


The campaign tag line is “NOW IS OUR TIME.” It presents a message that anything can happen in our life, but no matter what happens, we should accept our time and keep a positive attitude. It’s a phrase representing positive feelings of those who try to move forward in their jeans. “GO FORTH” is Levi’s brand message. Through the message, Levi’s is transmitting the spirit to survive the modern world while reminding us the pioneers who carved out the frontier (New World) in jeans during the period of development and settlement of the American West.



Levi Strauss is running “Now is Your Time”, the latest instalment in the Go Forth advertising series, featuring “The Laughing Heart”, a poem by Charles Bukowski. The commercial, print ads and the website, goforth.levi.com, bring together glimpses of hopeful Berlin youth in an effort to inspire positive engagement with the future. The campaign, launched globally, is not yet running in the UK, due to the resemblance of some images to the current wave of riots in British cities.

The Laughing Heart

Your life is your life
don’t let it be clubbed into dank submission.
Be on the watch.
There are ways out.
There is a light somewhere.
It may not be much light but
it beats the darkness.
Be on the watch.
The gods will offer you chances.
Know them.
Take them.
You can’t beat death but
you can beat death in life, sometimes.
And the more often you learn to do it,
the more light there will be.
Your life is your life.
Know it while you have it.
You are marvelous
the gods wait to delight
in you.

Levi's Go Forth Now Is Our Time - Fireworks
Levi's Go Forth Now Is Our Time - Fireworks
Levi's Go Forth Now Is Our Time - Jeans

Credits

The Go Forth campaign was developed at Wieden+Kennedy by executive creative directors Mark Fitzloff and Susan Hoffman, creative director Tyler Whisnand, creative director/art director Jeff Williams, creative director Eric Baldwin, copywriter Antony Goldstein, art director Julia Blackburn, producer Sarah Shapiro, agency executive producer Ben Grylewicz, with writer Charles Bukowski.
Filming was shot by director Ralf Schmerberg at Radical Media by executive producer Donna Portaro, director of photography Daniel Gottschalk and line producer Munir Abbar.
Editor was Tommy Harden at Joint Editorial, with post producer Ryan Shanholtzer, and post executive producer Patty Brebner. Visual effects were produced at Method Studios by VFX executive producer Robert Owens, Flame artist Claus Hansen, VFX producer Ananda Reavis. Titles and graphics were produced at W+K Studio.
Music, “Anjos”, was composed by Julianna Barwick. Sound and music were licensed and produced at Search Party. Sound was mixed by Jeff Payne at Eleven Sound.
Photography was by Jeff Luker and Randall Mesdon.


17.7.10

Havaianas | Why I will pay 20$ for an item does not worth more than 1$?




Havaianas are truly well developed brand and  2010 summer campaign supports strength and personality of the brand to stay true to what Havaianas stands for — a brand that expresses the Brazilian way of life, through vibrant, laid back, colorful and bold characteristics. "Havaianas. A Brazilian original since 1962."













$20 flip-flops are no luxury. Luxury is not having to wear shoes.
Live life unlaced.
Arrive in a convertible.
When it come to colors, less is not more. It's just boring.



Agency: AlmapBBDO, São Paulo, Brazil

Chief Creative Officer: Marcello Serpa

Creative Director: Luiz Sanches
Art Director: Julio Andery
Copywriter: Sophie Schoenburg
Planners: Cintia Gonçalves, Sabrina Guzzon & Amanda Thomaz
Typographer: Jose Roberto Bezerra


Havaianas: the story of a brand

The Alpargatas Group first designed inexpensive cloth shoes for Brazilian coffee farmers in 1907. Continuing the global footwear tradition, the Havaianas brand, owned by Alpargatas S.A, moved to launch its products worldwide, with the Pacific United States and Australia – both areas with a strong beach culture where consumers already wear sandals – becoming the first high volume international markets in 1998. Since that time, Havaianas has become an iconic brand with global reach.
Today more than 13 percent of the company’s sales come from overseas markets. With the set up of offices in New York and Madrid, the company is taking big steps towards dipping its toes into the US and European markets, but while their brand awareness in Brazil is 100% and about 45% in Australia, in the US and Europe it is still a mere 20 to 25%.
Turning a commodity into a brand of desire
In 1988 Havaianas was at a crossroads. The brand had only one style and one colour. It was “A commodity that had no emotional appeal” as Carla puts it. New manufacturers came into the market, eroding Havaianas’ market share, and sales started to decline.
Then in 1993, the company started to reposition the brand. New products were introduced – which have produced over 300 shoes of varying colour and style – and a new emotional personality was created for the brand. What the public sees now is the result of a carefully orchestrated brand reinvention strategy that took over 15 years to come to fruition.

The results
Since Havaianas emerged from its reinvention strategy in 1994, sales have been growing by a steady 8 percent each year. In 2008 the company sold 184 million pairs of its now famous rubber sandal, 25 million of which were sold outside Brazil. Inside Brazil, the company has achieved the amazing brand penetration rate of 850 pairs sold per 1000 inhabitants.

Our brand is fundamental for our expansion strategy…
Havaianas have a good product but it is their brand proposition what forms its DNA. “Our brand and the emotional and intangible aspects of it are fundamental in exploring new markets. This is what makes our product so seductive not only in Brazil but also abroad”.
…and successful outside means more successful inside
The interesting thing about Havaianas’ success is that the success of their brand abroad has a positive impact in the local market. ”The more successful the product was outside the more proud the Brazilians were of the product in Brazil”.
Own a big idea
Life is full of contradictions and good brands could provide a platform to resolve them. The beauty of Havaianas is that by expressing universal themes – some of them associated to Brazil and its people: optimism, freedom, joy and energy – it resolves some of the country’s innumerable contradictions. Havaianas are simple and sophisticated, for the poor and the rich, traditional and modern, fashionable and casual. “a brand of improbable combinations”.
Our brand is our personality
The organisations has a clear understanding of what a brand is and what isn’t. For Havaianas the brand transcends the visual realm, is more than the logo. “For us our brand is the personality and character of the product”.
Understand the brand internally
In Brazil the company has a 120 people working and 60 people on the sales force, 30 people in the USA and 30 in Madrid. They all understand what the brand is about and live it.
Establish bold and creative collaborations
The challenge for Havaianas is to grow without losing its edge. New ideas come from establishing a network of inspiring collaborations with people and companies. For example, the creative director of BBDO Brasil – Marcello Serpa, one of the most prestigious advertising men in Brazil – was crucial in repositioning the brand. He has helped to evolve the brand’s communications by adding edge and originality to its advertising. He acts like, and virtually is, the creative director of the brand.
Feed on the reputation of global brands
As a way to raise its profile globally, the brand has joint distribution and product development efforts with brands like Celine, HStern, The Gap and Swarovski.
Measure efficiency
For Havaianas, measuring all the different variables of the brand’s health is part of their success. More specifically they measure: brand perception, brand tracking studies in all the countries, awareness, trial, personality traits, advertising effectiveness, etc.
The brand in the future
Their ambition is to be bigger both inside and outside Brazil. The potential outside Brazil is enormous given the very high penetration in Brazil: 150 million sandals are sold in a country of 190 million inhabitants.
Finally, to grow and nurture a healthy brand:

  •        Pay close attention to customers: understand and observe how they use the product
  •        Be true to the brand essence and to what you stand for.
  •        Avoid making quick profits based on decisions that could erode your brand equity. Think in the longer term.
  •       Every touch point reflects the brand essence; make sure you answer the phone in a way that reflects your brand.
  •        Reinforce the brand message internally.

5.6.09

Positioning Strategy


An exasperated CEO stood up in the board meeting and exclaimed, “Is that all you marketing know how to do, compete on price?!”

In today’s marketplace where everybody’s competing for the same shrinking budget and differentiation is hard to come by, marketers often think of price as their only lever.

That’s just incompetent marketing, plain and simple.

There are lots of ways to differentiate a product. You can even create the perception of differentiation, if you’re creative enough. It’s called product positioning and it’s something of an art.

Here are Five fundamental product positioning principles that will help you destroy the competition:

  1. Find a product attribute that captures the customer’s imagination. It’s so easy to get trapped in the same old box of features and benefits. If you can’t differentiate that way, look at the problem with fresh eyes and fresh data. Find a new attribute that can get customers excited and focus your positioning around it.
  2. Market share gains are expensive. There’s simply no way around this. Market share comes at a heavy cost and your product planning and positioning must reflect that or your P&L will suffer and you’ll end up back at the drawing board. The cost is a function of how entrenched the leaders are and the perceived “switching cost” for customers.
  3. Reinvent the “customer experience.” Nothing matters more, and it’s not just for Internet and B2B. Just as with product attributes, you can shake up the competitive landscape by rethinking the customer experience in new terms. What’s important to customers changes as a function of time and market conditions. Take advantage of it.
  4. Only target up, not down the totem pole. Publicly and to customers, always position your product relative to the market leader. It elevates your product in terms of customer perception. That said, train your sales force (and other internal groups) on features - benefits versus all competitors. That’s a whole different story.
  5. Infrastructure (or ecosystem) as a competitive barrier. This is an important and often ignored aspect of product planning and positioning. Many products and services, especially in technology, require related companies and industries to support them in some way. If you get enough support for your product, it can be an extraordinarily effective competitive barrier that you can use in positioning.

Here’s a great example that utilized four of the five principals. When Toyotaentered the luxury automotive sector with the Lexus brand, it 1) made “ergonomics” and “quality” the new “performance” and “luxury,” 2) initially undercut the competition to gain entry and early market share, 3) created a low-stress and more respectful showroom experience, and 4) targeted Mercedes andBMW - up the totem pole.

Apple also uses positioning strategy extraordinarily well.

Samsung has done a great job with their product positioning. They focused on their strengths of innovations in technology and design to overtake Sony in consumer electronics.

Subway Sandwiches "EAT FRESH" have done a good job with their positioning. They're leveraging on their 'fresh, natural food' strength to edge out the competition in the fast food market.


on the other side in today’s marketplace, positioning has multiple problems:

1) Positioning is immeasurable: You can’t say “our positioning has improved our sales by 5 % or as a result of our positioning strategy, our brand is 12% better than competitions. Furthermore, it is impossible to measure the ROI or benchmark positioning.

2) Positioning is only suitable for mass markets. Yet branding today is about segmentation and communicating and engaging with those segments via relevant channels and with messages that resonate specifically with those segments or niche markets. Does this mean that a company should develop different positioning for different niches?

3) Positioning is suitable for mass markets with limited competition and limited consumer access to media and information. Today, consumers can get any information they want on anything from anywhere.

4) The wikipedia definition is a top-down, company knows best, hierarchical marketing approach. Yet we live in a C2C environment in which consumers define brands.

5) Positioning is one-way. The company knows best and you must listen to us. We tell you how our products are positioned. Bu today, if you are not entering into 2 way conversations with consumers you are about to join the brand graveyard.

6) Positioning was developed for the US mass market of the 1970’s. But we’re in a globalized world now, with much more competition and more knowledgeable consumers.

7) Positioning is competition, not customer driven. The basic premise of positioning is that you want to be number 1 or number 2 in a category in a prospect’s mind. If you can’t be number 1 or number 2 in an existing category because of competition, you make your own category. In today’s congested marketplace, the investments required to develop a new category are enormous. Furthermore, besides the difficulty and expense of creating your own category, you are also letting your marketing be driven by the competition rather than consumer demands for value.


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Positioning (marketing)

From Wikipedia, the free encyclopedia

http://en.wikipedia.org/wiki/Positioning_%28marketing%29




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